Reference no: EM133006525

American Beverages Ltd. (ABL) began its journey in 1991 from Texas. It was mainly the idea of Jimmy Barton but was equally supported and carried forward with the help of Andrew Lloyd, John Keating, and Charlie Dalton. Barton, who was selling kitchen equipment in New York City, became curious when lots of coffee-roasting equipment was being purchased by a small shop in Texas. This prompted Barton to go to Texas and see what was going on. Excited by what he found in this fledgling business, Barton envisioned having a chain of friendly, Italian-style espresso bars across the United States. At first, Lloyd, Keating, and Dalton didn´t share this image but pushed by Barton's idea, the trio eventually hired Barton as ABL's marketing manager. After about a year now they had four stores. Barton convinced his bosses that thinking much larger might not be such a crazy idea. A few years later, Barton raised € 1.25 million and bought the franchise from its three owners. From 1997 to 2002 Barton grew ABL to 150 stores, and by 2000 the company began making profits. The template for ABL as it is known today serves around 10 million customers a week from 3,300 stores worldwide.

Barton is convinced that a huge part of the company´s success rests on his commitment to detail, making sure that every little thing is done right, even the look and feel of the stores. Not all CEOs maintain such a careful watch over such seemingly minor details, but Barton has insisted over the years that nothing is too minor for his attention. This is not to say that he insists on having things his way. Far from it! Barton always has been committed to gathering everyone´s ideas and treating his employees fairly, so that they are interested in sharing their ideas. It cannot be said that Barton's ego is as large as his ambitions or his successes, as often as found among successful entrepreneurs. Barton always speaks of the company in collective terms, using we, us, and our instead if I, me, and mine. To him, it´s all about a team of people who collectively buy into the idea of having a great company by serving exceptional products to people with outstanding customer service. He believes in listening to people - customers and employees alike - and doing what it takes to keep them happy. Years ago, for example, business at the typical ABL's location slowed down later in the day, leading some stores to close around 7.30 pm. In some locations, however, Barton discovered that sales actually rose in the late afternoons and early evening hours. Visiting these stores, he discovered why. Apparently, customers started using the stores as meeting places. College students would assemble to study, and business people would gather for informal meetings there. Happy to accommodate them, these stores extended their hours and added food items, such as various pastries and now sandwiches, to the already extensive list of beverage offerings on the menu. This kind of flexibility was in keeping with Barton's interest in building the business by building successful relationships. To him, it´s not about the coffee, but all about people.

Questions

1. Identify the concepts of OB evident in the case CO2/L3/PO2/PLO4.1

2. Organize your argument in favor of Barton having high achievement motivation. Support your answer with suitable instances from the case. CO2/L3/PO2/PLO4.1

3. Apply the theory of Big-Five personality traits in understanding Barton's personality. CO2/L3/PO2/PLO4.1